This document discusses the differences between managing, leading, and coaching. It states that leadership accounts for 15% of organizational success, but managing and leading are distinct roles with different focuses. Managing focuses on enabling employee performance, while leading focuses on moving people towards a shared vision. Coaching helps both managers and leaders improve by developing employees' talents and changing roles to enable success. The document emphasizes that coaching, managing, and leading require distinct skill sets and coaching can help integrate these roles to improve organizations.

1. Managing, Leading and
Coaching
Presented by Sue Lindgren, CMEC
From YESS! and Ideal Coaching
Copyright © 2005 ideal Coaching.
All rights reserved.

2. To begin with…
 Are you responsible for attaining
results through other people?
 If so (and more importantly), are you good
at it?
 How do you know?
 Is that the job of a manager, leader
and/or coach?
Copyright © 2005 ideal Coaching.
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3. Facts
 Leadership accounts for 15% of the success of any
organization - Warren Bennis
 Both leadership and management are important, but
not interchangeable – completely different
 Not everyone within the organization is to be a leader
– we can’t lose site of our primary role
 Natural talents are required for great leaders – same
for great managers – you can improve, but if you lack
a few core talents, you can’t succeed at either
 Coaching is an imperative competency for anyone
working within a leadership or management role
Copyright © 2005 ideal Coaching.
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4. The way that it is
 Excess Access/Drive Thru Learning
 Ifyou can’t learn to learn, you will suffer
 Information/Knowledge/Wisdom
 Filter
 Focus
Copyright © 2005 ideal Coaching.
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5. How much do we know?
Copyright © 2005 ideal Coaching.
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6. What’s the value in declaring
yourself a beginner?
 Beginner
 Minimally
Competent
 Competent
 Expert
 Master
Copyright © 2005 ideal Coaching.
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7. Great Managers
A great manager’s starting point is each
employee’s talents – they can transform each
employees talents into performance
 Great managers make employees believe that
your success is their primary goal –
emotionally not rationally
 Great mangers change the role or tweak it to
have them succeed - a natural coach
Copyright © 2005 ideal Coaching.
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8. Great Leaders
 Optimism and Ego are the talents of a great
leader
 Leaders believe that despite the odds they
have what it takes to overcome the odds
 Leaders rally people toward a better future.
 Restless for change
 Impatient for progress
 Deeply dissatisfied with the status quo
 Friction between what is and could be stirs you up
Copyright © 2005 ideal Coaching.
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9. Manager and Leader
 Great managers see people as a means in
and of themselves
 Great leaders see people as a means to a
performance end
 If you want to manage, begin with the person
 If you want to lead, begin with the picture of
where you’re headed
Copyright © 2005 ideal Coaching.
All rights reserved.

10. What is coaching and where does it fit?
 What is coaching?
 Distinguish the following:
 Manger
 Leader
 Consultant
 Teacher
 Mentor
 Trainer
 Therapist/Counselor
 Coach
Copyright © 2005 ideal Coaching.
All rights reserved.

11. Components of a Worldview
 Immediate Circumstances
 Objectives
 Vision/Senseof Possibility
 Values and Beliefs
 Frame of Mind
 Background
Copyright © 2005 ideal Coaching.
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12. How Coaching Works - ontologically
Ou
tc
Wo
Thi guage
om
Lan
nk i n
rldv
es
iew
g&
Pra
c
t ice
s
Act
nsio
Copyright © 2005 ideal Coaching.
All rights reserved.

13. Excellence and Achievement
 What sustains excellent performance?
Excellence is rarely a function of one
off achievement, but rather a result of
repeated practice and incremental
improvement.
Marcus Buckingham
Copyright © 2005 ideal Coaching.
All rights reserved.